1 / 33

What is a Good Practice? North Rhine-Westphalia ZENIT GmbH and the Enterprise Europe Network

Encouraging innovation in business and science – Good practices at regional level – The example of NRW Peter Wolfmeyer, Managing Director, ZENIT GmbH Innovation Conference “Innovative Silesia”, Katowice, 16 th June 2011. Content. What is a Good Practice? North Rhine-Westphalia

bethan
Download Presentation

What is a Good Practice? North Rhine-Westphalia ZENIT GmbH and the Enterprise Europe Network

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Encouraging innovation in business and science – Good practices at regional level – The example of NRWPeter Wolfmeyer, Managing Director, ZENIT GmbHInnovation Conference “Innovative Silesia”, Katowice, 16th June 2011

  2. Content • What is a Good Practice? • North Rhine-Westphalia • ZENIT GmbH and the Enterprise Europe Network • PROvendis GmbH • Cluster competitions • Innovation Assistant / European Assistant • PFAU • Conclusions

  3. Good Practice, Best Practice? Or Better Practice? • A Good Practice can be defined as a technique, method, process or activity which is believed to be more effective at delivering a particular outcome than any other when applied to a particular condition or circumstance. • The thinking is that a desired outcome can be delivered with the right approach with fewer problems and unforeseen complications. • Good Practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people. • A Good Practice is not necessarily a Best Practice (which assumes there is only one solution), i.e. there can be several Good Practices for the same situation. • Current thinking inclines however towards Better Practices...

  4. NRW Area 34,088 km Population 18 million Population density 526/km GDP 522 billion € Universities 68 Non-univ. research facilities 54 Technology centres/incubators 50 Technology transfer units 30 SMEs 763,000 Clusters 16 2009 Source: IT.NRW North Rhine-Westphalia in a nutshell Satellite picture with light emitted by London, Paris and Ruhr region, courtesy of RUHR.2010

  5. Commerce and industry in NRW – still going strong • Bertelsmann AG (1835)  Media (publishing, radio, TV, music…) • Krupp AG (1848)  Steel industry • Bayer AG (1863)  Chemicals and pharmaceuticals industry • Henkel AG & Co. KGaA (1876)  Consumer products (detergents, cosmetics) • Thyssen AG (1891)  Coal mining (since 1999 ThyssenKrupp AG) • Hugo Stinnes GmbH (1892)  Coal, shipping • Haribo GmbH & Co. KG (1920)  Food (confectionery) • Aldi AG (1946) (since 1950 Aldi Nord and Aldi Süd)  Commercial enterprise (supermarket chain)

  6. Universities in NRW Source: MIWF, 2011

  7. Non-university research institutions in NRW Source: MIWF, 2011

  8. Science and business – powerful partnerships • E.ON Energy Research Centre = RWTH Aachen University + E.ON AG • DMRC – Direct Manufacturing Research Centre = Paderborn University + Boeing, Evonik Industries and others • ICAMS – Interdisciplinary Centre for Advanced Materials Simulation= Bochum Ruhr University + ThyssenKrupp AG, Bayer Material Science AG, Salzgitter AG, Robert Bosch GmbH

  9. Successful example of PPP - ZENIT GmbH • ZentrumfürInnovationundTechnikGmbH in North Rhine-Westphalia (NRW) • Founded in 1984 as a Public Private Partnership to support the structural change in North Rhine-Westphalia • Shareholders: • Netzwerk ZENIT e.V. • Federal State of North Rhine-Westphalia • Consortium of banks • Employees: about 45 • Turnover: 5 million €(2010)

  10. Consulting portfolio Europe • Mediation of cooperation partners • Information on European Single Market • Support in internationalisation Funding • Consulting/information on national/EU funding programmes • Evaluation of project ideas and proposals Technology & innovation • Initiation of international technology and know-how transfer • Support of innovation management • Technology and innovation assessment

  11. Project example: Silesia – NRW • A project in the framework of INTERREG IIIC- Wojewodschaft Silesia (PL)- Federal State of North Rhine-Westphalia (D)- Conseil Régional of Nord-Pas de Calais (F) • Duration: 2004 – 2007 • Background: Memorandum of Understanding between Siliesia and NRW of 01.09.2000 • Objective: To widen and deepen existing trilateral links and co-operation between the participating regional governments, as well as public and private regional bodies/actors and the population at large • Three project sub-areas: “Industrial Restructuring”, “Social Policy” and “Modern Administration” with 15 individual projects implemented Regional Triangle of Weimar

  12. Services for the public sector • Technical evaluator, project secretariat • Policy evaluation • Regional structural policy • Sectoral initiatives/cluster analyses/cluster development • Entrepreneur delegations, organisation of exhibition participation

  13. The Enterprise Europe Network • Key instrument of European SME policy (link between European Commission and SMEs) • Mission: “One-stop shop” • 581 partners in 48 countries • Activities: Provision of EU-related information, support in internationalisation, partner search and mediation, assistance in technology and know-how transfer, innovation management, funding and financing advice, etc. • Thematic Sector Groups (e.g. environment, ICT, medical technology) European CommissionEnterprise and Industry

  14. The Network in NRW: NRW.Europa • Germany:13 Network partners with 55 information andadvice centres • In North Rhine-Westphalia:

  15. The Network in Poland: 30 partners in 4 consortia B2 Europe West Poland Coordinator: Wroclaw Centre for Technology Transfer, Wroclaw BSN South Poland Coordinator: Regional Centre for Innovation and Technology Transfer, Kielce • BISNEP Coordinator: University Technology Transfer Centre • University of Warsaw • Central Poland BSN • Coordinator: • Polish Agency for Enterprise Development (PARP), Warsaw Warsaw Wroclaw Kielce Annual Conference in Warsaw - 26.-28.09.2011! www.enterprise-europe-network.ec.europa.eu/about/branches/pl

  16. Whom does the Network address? Enterprises, universities and research organisations which… • Want to exploit market opportunities in the EU • Want to make use of international procurement and supply markets • Are seeking cooperation partners in the EU • Are facing competition in the area of innovation and seek access to know-how and technologies • Want to market existing knowledge abroad • Require finance or funding for international activities

  17. PROvendis GmbH • PROvendis is a ZENIT spin-off established in October 2001 (independent since 2008), shareholders are 27 universities in NRW • PROvendis is the patent marketing agency of the universities in NRW and one of the largest patent marketing agencies for universities in Europe • Its mission is to utilize commercially the innovation potential of universities and research organisations through the rapid transfer of knowledge to enterprises • An interdisciplinary team of experts offers enterprises exclusive access to the inventions and patents of over 20,000 scientists in a wide variety of high-end technology fields • www.provendis.info

  18. Cluster competitions • Aim is to secure long term competitiveness by establishing structures essential to sustainable innovation policy and to eliminate deficits • Defined by the regional government as a main instrument for the selection of high-quality and innovative projects worthy of funding • The competitions help the best ideas and concepts in the region to be put into practice on the basis of a fair and transparent process with clearly defined rules • Five lead markets: Health, Energy, New Materials and Production Technologies, Transport and Logistics, Knowledge-intensive Production and Services. • They are used above all for the 16 clusters in NRW, and someinterdisciplinary topics • Financed by ERDF (Objective 2)

  19. State ministries Coordination Cluster secretariat Activation of potential, etc. CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM Automotive NRW clusters Health sector Medical research Food Logistics Nano/micro tech, materials Biotechnology Mech. + plant eng. Plastics Environmental tech. Chemicals Energy industry Energy research ICT Media Cultural & creative industry Lead markets Healthcare Transport and logistics New materials and production technologies Energy Knowledge-intensive production and services 16 clusters in NRW

  20. Example - InnoMeT.NRW • Medical and health sector is the sector with the most jobs (over 1 million) and the most dynamic growth in NRW • Initiative targets the formation of a cluster focussing on joint R&D projects between science and business through which new processes and products are generated in the short/medium term • Aims are: • To identify, strengthen, bundle, expand and link existing competencies, through the establishment of a sustainable, internationally visible medical cluster and • To improve NRW’s competitive position in this sector at international level • Project proposals are invited from consortia of universities and enterprises

  21. Objectives are reduction of skills’ bottlenecks in small and medium-sized enterprises (SMEs) and upgrading of career opportunities for higher education graduates Higher education graduates from universities and polytechnics receive assistance Personnel costs for 12 months are funded IPT - Innovative Personnel Transfer

  22. The personnel costs of about 1.600 graduates have been funded since 1986 Participants remain at the enterprises as employees (50 - 65%) Additional project ideas Know-how transfer Contacts to higher education institutions Internationalisation of the enterprise’s activities Outcomes

  23. Objectives: To minimise the personal and financial risks linked to starting a business To turn innovative ideas into products ready for market To develop product-oriented and innovative services so that they can be offered in the marketplace PFAU – Support for start-ups from universities

  24. Graduates who received their last degree or doctorate less than two years ago and have a mentor at a university in NRW The enterprise must be located in NRW Funding via personnel costs amounting to a part-time researchplacement at a university (for the maximum duration of two years  1.000 € net per month) In addition, a chequebook for consulting services amounting to 5.000 Euro Two seminars free-of-charge on topics relevant to start-ups, e.g. marketing and sales, project management, etc. Who and what is funded?

  25. 565 business plans submitted 233 start-ups funded 2/3 services, 1/3 production 85% of the start-ups survive the first three years 4.8 jobs per start-up Outcomes

  26. 1224 participations by NRW players (coordinators in 194 cases), 921 participations by Polish organisations (coordinators in 100 cases) Project priorities: Poland more projects than NRW in ‘Space’, ‘Security’ and ‘Research Potential’ NRW more projects than Poland in ‘ICT’, ‘NMP’ and ‘International Cooperation’ 171 joint NRW-Polish projects with focus on ICT, NMP and Transport 438 participations by NRW universities, 356 by Polish universities 173.7 million € for NRW universities, 67.4 million € for our Polish counterparts A few FP 7 statistics for NRW and Poland Source: ECORDA DatabaseStatus: October 2010

  27. Example of FP7 Polish-NRW research projects (1) Title: JUMAS Topic: “Judicial Management by Digital Libraries Semantics”(knowledge, content and information management, data retrieval in the area of law) Coordinator: RWTH Aachen University Partners: 10, including ESAPROJEKT, Katowice Area: Judicial, semantics Programme: FP7 – ICT Type of project: Collaborative Project Launch: 2008 Duration: 30 months Status: Completed Total project volume: € 3.83 million EU grant: € 2.73 million http: www.jumasproject.eu

  28. Example of FP7 Polish-NRW research projects (2) Title: TRANS REG NCP Topic: Coordination action to improve trans-national co-operation of NCPsCoordinator: IPPT PAN, Warsaw Partners: 11, including DLR, Cologne Area: Enhancing S&T-based development Programme: FP7 – Regions of Knowledge Type of project: CSA-CA (Coordination Action) Launch: 2008 Duration: 48 months Status: Ongoing Total project volume: €529,408 EU grant: € 399,782 http: www.transregncp.eu

  29. A RIS must: Have clear goals Address the local situation Motivate all target groups to participate Have a framework of measurable operational criteria Be designed for long-term application yet also achieve short-term success Facilitate, initiate and support co-operation at all levels (local, regional, national and international, especially in the EU) Key requirements of a Regional Innovation Strategy (1)

  30. A RIS must: Demonstrate and promote exemplary success cases, e.g. in print media and Internet, and above all through innovation prizes Utilise, in adapted form if necessary, the many innovation support measures and good practices already existing in the EU Centre on a central innovation support agency in the region which is known and accepted in the target group Mobilise personal advisers with generalist knowledge rather than technical experts Key requirements of a Regional Innovation Strategy (2)

  31. Against this background and ZENIT’s experience with SME, R&D and innovation policy since the mid 1980’s, the best practices are those which are SME-oriented facilitate the realisation of innovation create competence networks and other business start-up initiatives at regional level are integral parts of the regionalised structural policy to meet the challenges of the industrial change General conclusions (1)

  32. The more regional structural change intensifies, the more regional innovation approaches are required Small and medium-sized enterprises (SMEs) are at the centre of structural change and have to anticipate and adapt to challenges that are occurring more and more rapidly In this respect, knowledge, know-how and entrepreneurship are becoming crucial aspects Thus regional innovation initiatives are becoming increasingly recognised as a valuable tool to foster economic development and regeneration General conclusions (2)

  33. Contact ZENIT GmbH Bismarckstr. 28 45470 Mülheim an der Ruhr Germany Tel.: +49 208 30004-0 Email: info@zenit.de www.zenit.de

More Related